Baggage
Handling
CUSTOMER
PROJECT OVERVIEW:
The Denver International
Airport (DIA) Automated
Baggage Handling System
project was aimed:
● To construct the world’s
biggest fully automated
baggage system.
● To discontinue the
traditional baggage system. •
● To connect the Terminal to
the 3-Concourses (A, B, C)
of the airport.
System
Failure
22303 ONBASI
11 OZGE LI Project Planner
22377
00 JAMES ODAME Stakeholder
21939 TOLULOP ADESOL
1
29 E A Customer
PROJECT OBJECTIVES: PROJECT SCOPE:
• Efficiency and Speed • System coverage: The Terminal
• Increased Capacity and all three Concourses ( A, B,
C, ), both inbound and outbound
• Innovation,
flights
Infrastructure and ● System efficiency and
Technology • System features: capacity: a capacity of
• Security and • Automated check-in over 50 million
Convenience: counters passengers yearly and
• Development and • High-speed baggage sorting about 25 airlines
Financial Growth and transportation system (Neufville, 1994).
Safety and other • Real-time baggage tracking
Regulations Compliance system
• Integration with other
airport computer systems
2

PROJECT EXPECTATIONS:
• Reduce aircraft turnaround time.
• Improve baggage tracking.
• Reduce labour costs.
• Improve customer service.
• Increase Profits for Airlines.
• Fully automated baggage handling
system.
STAKEHOLDERS:
• Denver International Airport Authority
• Denver City Council
• Airport Operations and Management
Team
• Baggage Handling System Vendors and
Contractors (BAE)
• Regulatory Authorities
• Airline Partners
• Passengers and Airport Users
PROJECT
PLANNING
BUDGET:
● The budget for the DIA Baggage
Handling System Remediation project
is currently estimated at $193 million.
TIMELINE:
● 2 years
REPORTING:
● The Denver International Airport
Authority,
● The Project Stakeholders,
● The Regulatory Bodies as Required.
APPROVAL:
The project was approved by the Denver
International Airport, project stakeholders,
and other regulatory bodies. 3
4
 CAUSE AND
EFFECT WHAT WENT
MECHANICAL
FAILURE WRONG POOR
MANAGEMENT
CONVEYOR BELTS
DIDN’T GET THE
COMPLEX STRUCTURE SUFFERED FROM
DESIRED OUTCOME
INADEQUATE
AUTOMATED CARTS FAILED TO AIRPORT
PLANNING
DETECT AND SENSE IN ENVIRONMENT AUTHORITI
4.0 ES
SCANNERS CAUSING LACK OF
FREQUENT BREAKDOWN CORDINATION
SYSTEM
FAIL
CONTROL SYSTEM FAIL SINGLE
TO RECOGNIZE POINT OF
ALGORITHM FAILURE
SOFTWARE AIRLINE &
ON
PROBLEM CONTRACTORS
HARDWARE
SORTATION CASCADING EFFECT OF
MECHANIS HARDWARE FAILURE
M LACK OF
INTEGRATION REDUNDANC
CHALLENGES Y PROJECT
MANAGER 5
5

Lesson Learnt
Timely Decision-Making Comprehensive Planning Technology Evaluation Effective Project Management Coordination and Integration Flexibility and
Adaptability

Make informed decisions Thorough planning and Careful evaluation Competent project Efficiently integrate Recognize that large
promptly when issues risk assessment are of technology is essential management, including project components and
systems to prevent projects may require
•
critical to anticipate to ensure it is reliable clear communication,
arise to avoid potential challenges and and suitable for the operational issues and adjustments
compounding problems. develop effective project's complexity such
risk mitigation, delays. and modifications,
Transparent mitigation strategies. as overlooking all aspects and adaptability, is necessitating
crucial for successful Effective programming of
communication should scanning, tagging, automation flexibility and
Project organizer sorting, and transporting project execution.
held between contributes their best in on time without delays The usage of software and adaptability for project
stakeholders time making algorithms should success.
Staff training should be be precise and accurate
maximized in terms of
achieving success

PROJECT
MANAGER 6
 PRINCE2 “Projects In Controlled Environments”
CONSULTANT FAILURES SOLUTIONS

Analise and Upgrade of

Electrical Infrastructure.

Coordination Between
01 Mechanical Failures Design Teams.

Implementation of Efficient
Technologies.

Path Optimization and Rail

02 Conveyor Belt Jams System Stability.

Detection and Response Systems with

03 Automated Cart Issues continuous Monitoring.

BRS (Baggage
04 Sortation Mechanisms Reconciliation System).

SCADA, CMMS and IoT.

05 Lack of Redundancy

Include the Transportation Security

06 Baggage Scanners Administration (TSA) in the design.

FAILURE SOLUTION

MISMANAGEMENT PRINCE2 METHODOLOGY

1. Continue Business Justification

2. Learn from Experience

3. Defined Roles & Responsibilities CONSULTANT

4. Manage by Stages

5. Manage by Exception

6. Product-focused

7. Tailor to the Project Environment

PRINCE2 “Projects In Controlled Environments”

8
 STAKEHOLDERS
Denver City Council
The project’s failure can be attributed to a series of poor
management decisions by the City Council of Denver:

The ignorance of the Council to the advice from a hired

Consultant.

The potential failure had been demonstrated by a similar

but simpler Project.

Refusal of bidding companies to guarantee the completion

of the Project.

The hiring of an inexpert for such a large project.

Reluctance to intervene with a contingency plan amidst

project struggles.

Failure to admit that the project has been initiated late for
the necessary adjustment to be made to timelines.

STAKEHOLDERS
continued…
DIA MANAGEMENT
DIA management also led the project to failure by the
following actions taken:

● Failure to establish an appropriate and uniform

level of communication between all interested
parties.

● Failure to put in much efforts to understand the

scale of emerging problems.

● Failure to incorporate the baggage handling system

into the planning of the airport (Michael, 1999).

10
 CONCLUSION
1. Mechanical Failures to Optimize Energy
Demand and Building Design:
• Adjust system dimensions and building design
to align with existing electrical supply
capacity.
2. Conveyor Belt Jams and Automated Cart
Issues to improve Path Planning and
Stability:
• Analyse automated carts' paths for smoother
curves. 11

• Enhance rail system stability with improved

References

• Denver International Airport Baggage System Case Study, (2008) – Why Do Projects Fail?
Retrieved from Calleam Consulting: https://calleam.com/WTPF/?page_id=2086

• Goetz & Szyliowicz,. (1997). Revisiting transportation planning and decision making
theory: The case of Denver International Airport. Retrieved May 07, 2013, from Revisiting
transportation planning and decision making theory: The case of Denver International
Airport: http://www.sciencedirect.com/science/article/pii/S096585649600033X

• Harvard Business School. (1996). BAE Automated Systems (A): Denver International
Airport Baggage-Handling System. Retrieved May 01, 2013, from BAE Automated
Systems (A): Denver International Airport Baggage-Handling System:
http://faculty.unlv.edu/deng/IS495/Cases/Harvard%20Cases/Denver%20Airport%28A%29.
pdf

• Malsan, W. (2021). What Is PRINCE2? Principles, Aspects, Roles & Processes. Retrieved
from ProjectManager: https://www.projectmanager.com/blog/prince2-methodology

• Mangieri, M. J. (1999). An Analysis of the Problems Associated with DIA's

Automated Baggage Handling System. The University Of Maryland.

• Neufville, R. d. (1994). The baggage system at Denver: prospects and lessons. Retrieved
May 08, 2013, from The baggage system at Denver: prospects and lessons:
http://www.sciencedirect.com/science/article/pii/0969699794900140 12